Process charts

7

THE AMERICAN SOCIETY OF
MECHANICAL ENGINEERS

29 WEST THIRTY-NINTH STREET, NEW YORK

PROCESS CHARTS

FRANK B. GILBRETH

Mem.Am.Soc.M.E.

AND

L. M. GILBRETH

w

<ir

To be presented at the Annual Meeting of The American Society of Mechanical
Engineers, 29 West 39 th Street, New York, December 5 to 9, 1921.

The Society as a body is not responsible for the statements of facts or opinions advanced in papers

or discussions (C55)

^

Qirr

JOSEPH MAYE«
MAY-IS' 1938

PROCESS CHARTS

FIRST STEPS IX FINDING THE ONE BEST WAY TO DO WORK

By Frank B. Gilbreth, ]\Iontclair, N. J.

Member of the Society

and

L. M. Gilbreth, Montclair, N. J.

Non-Member

The process chart is a device for visualizing a process as a means of improving
it. Every detail of a process is more or less affected by every other detail; therefore
the entire process must be presented in such form that it can be visualized all at once
before any changes are made in any of its subdivisions. In any subdivision of the
process under examination, any changes made without du£ consideration of all the
decisions and all the motions that precede and follow that subdivision will often be
found unsuited to the ultimate plan of operation. — ^

In the present paper the author^ point out the place of the process chart in
management and present established working data used successfully in numerous
working installations for many year^s,.^ They also ^point out its simplicity, field of
application, its relation to standardization, etc., etc: " '"' .

While the process-chart methods will beftdpfutin any kind of work and under
all forms of management, the best results can come, the authors state, only where
there 'is a mechanism of management that will enforce and make repetitive the con-
ditions of the standards.

T^HE Process Chart is a device for visualizing a process as a means
of improving it. Every detail of a process is more or less affected
by every other detail; therefore the entire process must be pre-
sented in such form that it can be visualized all at once before any
changes are made in any of its subdivisions. In any subdivision of
the process under examination, any changes made without due con-
sideration of all the decisions and all the motions that precede and
follow that subdivision will often be found unsuited to the ultimate
plan of operation.

For presentation at the Annual Meeting, New York, December 5 to 9, 1921,
of The American Society of Mechanical Engineers, 29 West 39th Street,
New York. All papers are subject to revision.

3

r

PROCESS CHARTS

PLACE OF PROCESS CHART IN MANAGEMENT

2 The process chart is a record of present conditions. It
presents, in simple, easily understood, compact form, data which
must be collected and examined before any improvement in existing
conditions and methods is undertaken. Even if existing conditions
are apparently satisfactory, the chart is useful as presenting much
information in condensed form.

3 The process chart serves as an indicator of profitable changes.
It assists in preventing "inventing downward," and stimulates in-
vention that is cumulative and of permanent value. It is not only
the first step in visualizing the one best way to do work, but is useful
in every stage of deriving it.

4 This paper presents established working data used success-
fully in numerous installations for many years.

FIELD OF APPLICATION

5 The process chart lends itself equally well to the routine of
* production, selling, accounting and finance. It presents both simple

and complicated problems easily and successfully; it provides records
that are comparable; it assists in solving problems of notification
and interdepartmental discrepancies, and it makes possible the more
efficient utilization of similarities in different kinds of work and in
the transfer of skill.
U^ 6 During the stress of unexpected rush in production, it is
often considered advisable to continue existing practice in present
processes, even though inefficient. On the other hand, when pro-
duction is normal or slow, it is more generally conceded that processes
^-. can profitably be bettered;

7 The use of this process-chart procedure permits recording
the existing and proposed methods and changes without the slightest
fear of disturbing or disrupting the actual work itself, and also regard-

, less of whether business conditions are usual or unusual.

~' 8 Those who are interested in improving their processes of

production should utilize times of industrial depression for that
purpose. Many concerns are now taking such action; many more
could undoubtedly enter upon such procedure of scrutinizing all
their processes with the idea of putting them in the best possible
condition, if they knew a simple proce4ure of such analysis.

F. B. AND L. M. GILBRET^ 5

SIMPLICITY OF THE PROCESS CHART

9 The aim of the process chart is to present information regard-
ing existing and proposed processes iii such simple form that such
information can become available to and usable by the greatest
possible number of people in an organization before any changes
whatever are actually made, so that the special knowledge and
suggestions of those in positions of minor importance can be fully
utilized.

10 The time has passed — if it ever existed — when the engi-
neer prided himself upon the abstruse material that he studied and

, 136. All the time of ALL our workmen mvist be entered on

the regular time book sheets. When men are employed on EXTRA

WORK see additional directions below. "^

137. Time book sheets must be mailed to the office the
night that the payroll closes. Send at the same time all
EXPENSE ACCOUNTS, CASH ACCOUNTS, (made up to date) and
PAYMASTERS' REQUISITION.

138. Send original time sheet to the office regardless of'
its appearance.

139. Keep all time books with the greatest care.

140. DO NOT USE A NOTE BOOK, We find that most mistakes
in workmen's time are caused by copying.

141. All remarks about the payroll must be written on the
time sheet itself.

142. The full time of every one of our men must appear
on the regular TIME BOOK ("TB") sheets. The time of any of
workmen which is to be charged to EXTRA WORK must be entered
on supplementary sheets under the proper ORDER LETTER number.

143. Keep separate sheet for each ORDER LETTER and fill ,
out carefully the ORD. LET. (NUMBER) AND NATURE OF WORK.

Fig. 1 Portion of Page of Written System Reproduced Directly
FROM Typewritten Sheets

presented. Today engineering ranks with the other sciences in
convejdng ideas in a form that is immediately usable. We avoid
'* translating," interpreting and adapting, thus eliminating waste.

11 The process chart has met the tests of a satisfactory teach- '
ing device from the psychological standpoint, as well as of a satis-
factory working device from an engineering standpoint. It shows
the planned process as well as the present process, and therefore
gains the cooperation of those affected. In many instances record-
ing industrial processes in process-chart form has resulted in aston-,
ishing improvements. "^

COLLECTING THE INFORMATION

12 Process-chart notes and information should be collected and
set down in sketch form by a highly intelligent man, preferably with

6 . * PROCESS CHARTS

«

an engineering training and experience, but who need not necessarily
have been previously familiar with the actual details of the processes.
In fact, the unbiased eye of an inteUigent and experienced process-
chart maker usually brings better results than does the study of a less
keen man with more special information regarding present practices
of the processes. The mere act of investigating sufficiently to make
the notes in goo'd enough condition for the draftsman to copy in-
variably results in many ideas and suggestions for improvement,
and all of these suggestions, good and bad, should be retained and
filed together with the description of the process chart. These sug-
gestions and proposed improvements must be later explained to
others, such as boards of directors, managers and foremen, and for
best results also to certain workmen and clerks who have special
craft or process knowledge. To overcome the obstacles due to habit,
worship of tradition and prejudice, the more intelligence shown by
the process-chart recorder, the sooner hearty cooperation of all
concerned will be secured. Any one can make this form of process
chart with no previous experience in making such charts, but the
more experience one has in making them, the more certain standard
combinations of operations, inspection and transporting can be
transferred bodily to advantage to the charts of proposed processes.

, UTILIZING SUGGESTIONS

13 A new viewpoint concerning old conditions invariably
comes to those members of the organization who have become so
accustomed t& the traditional method that they cannot- easily
visualize a new method without prejudice until they actually see it
in a new graphical form. After the rough notes of the process-chart
maker have been redrawn and blueprinted, they are later exhibited

\^ in the executives' theater.

14 If discussions arise as to the correctness of the presentation
of the existing facts, or as to further details of the operations being
studied, as shown by the simple symbols of the process chart, the
room can be darkened and inexpensive glass diapositives projected
on the wall. In addition, those ' present may be supplied with a
special small pocket folding stereoscope for use with the same glass
diapositives.

15 As soon as the old or existing process is understood, a process
chart of a better sequence and kind of operations which compose it
is made. The procedure for this is the same for all cases as far as

r

F. B. AND L. M. GILBRETH 7

they are carried for the time being, but of course those processes
which warrant the most study should be carried farthest in the

BASKET 1

}''"'!'

J J .

NUMBERS 1

J .J

J J ,.

CHANGE ORDER

SYMBOL

DRAWING NO.

PATTERN NO.

ORDER NO.

STANDING OROER NO.

MONTH

DAY

YEAR

..i

••

THE FOLLOWING CHANCES TO BE MADE

MAKING CHANGE

MANAGER

] I , ADVER-

COMP- , SALES TISINC

TROLLER I DEPART- DEPART-

r.

PURCHAS-
ING
DEPART.

TRAFFIC
DEPART.

MENT MENT 1 MENT

EUPLOV-
MENT

DEPART-
MENT

ACCOUNT-!
ORDER INC

DEPART. DEPART- !

COST
DEPART-
MENT

TENDENT TENDENT ENGINEER

CHART
DEPART-

MENT

HOUR I DAY I ho™

-i L

R DAT I BOUR I DAT | BOW DAT I HOUR |

J I J I J I J

|HOURJDAT|HOURjDAT|HOUR|DAT|HOURjDAT|

CHANGE ORDER No. i)

Fig. 2 Standard Change Order Blank

Note that all blank forms should be thus numbered in each blank space to be filled out fo r
describing clearly the One Best Way to Learn Work.

process-chart procedure. The more people who see the process
chart and the greater detail into which the regular process charts
are divided, the more suggestions for improvement will come in.

PROCESS CHARTS

RELATION TO STANDARDIZATION

not warrant a '^ write-up

^' STORES PEOUISIT/ONED

/\ STORES BOUeHT.

/\ STORES RECEIVED

^k SEVERAL KINDSOFCOHPONENTS-NOTDESIR/^BLE TO LIST INDIVIDUALLY

y^ WORKED MATERIALS RE0UISITIONED.

Y\ WORKED MATERIALS ORDERED

Y Y WORKED MATERIALS ON HAND.

(X a) MERCHANDISE in STORABE ready TOSHIP

STORAGE AS PART OF PROCESS

V

38

PERMA NENT FILE OF ANY DOCUMENTS OR MA TERIALS .

TEMPORARY FILE OFANY DOCUMENTS OR PAPERS

OPERA TION SYMBOL - WITH NUMBER. SI6NIFIES OPERA TIOHN0.38. OKBrVPERATUPTiaS.

®

®

MOB

o

<2>

Fig.

16 There is no process that warrants a process chart that docs
or ^^ written system. "7 Fig. 1 shows a
portion of a page of the
written system of our
organization printed in
1899. It is interesting
to note that it was re-
produced directly from
typewritten sheets and
without being set up in
type, and it is believed
to be the first instance
on record of a book be-
ing printed from zinc
etchings made from type-
written manuscript.

17 Tke more care^
taken in making the
written system, the more
will develop the need for
and appreciation of the
value of clearly defined
written standards. The
better and the more de-
tail in which the written
system is developed, the
better and easier will the
standards and standing
orders be developed.

18 Standards in
writing should be made,
even if there is not the
managerial mechanism
necessary to enforce and
maintain them. Stand-
ards made even with
enforcing mechanism
absent will hasten the
day when the enforcing
and maintaining mech-

MOVED BY OPERA TOR PERFORMING OPERA TION N0.39

NOVEDBYMAN.

MOVED BY BOY

MOVED BY MES5EN6ER BOY ^

d) MOVED BY ELEVATOR
(J) MOVED BY PNEUMA TIC TUBE
© MOVED BY CONVEYOR.
© QRA VITY- MOVED BY SRA VITY CONVEYOR.
(QBELT - MOVED BY BEL T CONVEYOR.

® — MOVED BY TRUCK.

^ _, „^o,^ (moved BY ELECTRIC TRUCK(5UB5TITUTE-6A50UNE,HASD,
(K) EL ECTRIC - {^^pj^ ^ ^^^ ^^y g^ )

® — INFORMATION OR MESSAGE MOVED SV
© — MOVED BY MAIL .

TELEPHONE

INSPECTION FOR QUALITY.

<<n:» INSPECTION FOR (QUALITY BY 5EEIN6.

INSPECTION FOR Q.UALITY BY 5MELLIN6.

INSPECTION FOR qUALITY BY HEARING.

•^y INSPECTION FOR QiUAUTY BY TASTING.

INSPECTION FOP qUALiry BY FEELINQ.

INSPECTION FOR QUALITY BY KINAESTHE5IA

INSPECTION FOR QUANTITY.
INSPECTION FOR QUANTITY BY i

YYEIGNIN6.
Y/EI5HT COUNTING.

INSPECTION FOR qUANTlTV BY COUNTING.

INSPECTION FOR QUANTITY BY DRY OR LIQUID MEASURING.

(is there at least EN0U6H
INSPECTION FOR (QUANTITY BY SEEING \tS A PIECE MISSING FROM
TRUCK OR PACKET?

* I ^\ INSPECTION FOR (QUANTITY BY AUTOMATIC COUNT/NS.

INSPECT /ON FOR QUANTITY AND quALITV (QUANTITY MOST

IMPORTANT).

3 Stand AED Symbols for Process Charts

(Continued on page 9)

F. B. AND L. M. GILBRETH

9'

r

u

anism will be installed and continuously operated. The jDrocedure
of making the standards will invariably lead to the simplifying and
improving; of the various steps as shown on the process chart.

19 If it is desirable to study, improve and still further identify
the subject-matter of each part of the process chart, it should be
submitted to the regular routine process of standardization. A
standard is a matter of degree. In its best form it is identified and
defined with all the care and precision of the best practice for making
the standing orders. The range, however, is dependent upon the
degree of perfection with which provision has been made for enforcing .
and maintaining standards.

20 While on the subject of range, it is well to call attention
to the remarkable attempts of Germany and Holland to provide
national standards. These standards already cover a very wide
field, from the style of the hand lettering and the rulings to be used
on the paper on which the standards themselves are printed, to a
metal seat for a harvester, tractor or tank. The range, in fact,
alread}' covers a surpris- ^
ingl}^ wide list of things
which have not been
properly standardized in
America, and is intended
eventually to cover
everything that' is manu-
factured in quantity, or
that will for an}' other
reason reduce costs or
improve quality. Al-
though there is much to
criticise in these foreign
standards, t h e 3^ are
highly meritorious,
w^orthy of continuous and
careful attention, and a
great credit to those who
have deviseCFthem.

21 It must be re-
membered that the kind

of standard adopted will affect the process almost invariably. There-
fore standardization must be considered if the one best way to do work
is to be derived.

'NSPECr/ON FOR quALITY AND QUANTITY (QUAUTY MOST IMPORTANT)

OVBfflNSPECTION FOR QUANTITY.

OVERINSPFCTION FOR QUAUTY.

INSPECT/ON FOR QUANTITY ON EXCEPTION PRINCIPLE

INSPECTION FOR QUALITY ON EXCEPTION PRINCIPLE.

OVERINSPECTION FOfi QUANTITY ON EXCEPTION PRINCIPLE

0VERIN5PECTION FOR QUALITY ON EXCEPTION PRINCIPLE

INSPECTION FOR QUANTITY AND OPERATION PE)fFORffED SIMULTANEOUSLY.

INSPECTION FOR QUALITY AND OPERATION PERFORMED SIMULTANEOUSLY

INSPECTION FOR QUANTITY AND QUAUTY AND OPERATION PERFORMED
SIMULTANEOUSLY (QUANTITY MOST IMPORTANT).

INSPECTION FOR QUALITY AND QUANTITY AND OPERATION PERFORMED

SIMULTANEOUSLY (QUALITY MOST IMPORTANT).
BLANK FORM USED — INDICATES NOZ COPY OF FORM 48S;IF THERE

IS BUT ONE COPY OF FORM MADE, FORM NUMBER APPEARS IN

CENTER OF BLOCK .
REPORTS NOT HAYING FORM NUMBERS WILL HAVE BRIEF TITLE

WRITTEN IN BLOCK

A SINGLE DEPARTMENT USED MORE THAN ONCE.

) BROKEN LINES INDICATE PROCESS OUTSIDE

OF THE DEPARTMENT CHARTED - USED ON
DEPARTMENTAL CHARTS.

Standard S^-mbols for Process
Charts (Continued)

10 PROCESS CHARTS

22 Particular attention should be called to the fact that the
creation of national standards of manufacture, even to the smallest
components of the arts and trades, means also the stabilization of
employment and business in general, because manufacturers without
sufficient orders in their regular lines of business to keep going will
find it more profitable, in many instances, to manufacture the
national standards and thus to turn their stores inventories into
money immediately, rather than let their specially trained and skilled
men leave them, with all the disadvantages of a high labor turnover.
Here is an endless spiral of benefit, for the more chances there are
for a manufacturer to dispose of his inventory for cash and keep his
organization together a little longer, even in times of general timidity,
the more he will dare be a purchaser of raw material, for the process
for such emergencies can be standardized and ready. The result is
standardization combined with stabilization of employment, a quick
capital turnover and a low labor turnover.

23 Many fear standardization of the component elements of a
process chart as something from which, once done, it will be difficult to
escape. For the purpose of allaying such groundless fears, the standard
change order, Fig. 2, has been provided. This, when signed by the
authorized party, instantly changes, or for a certain instance, or a
certain time, waives the existing standard whether it relates to a
thing, a method, a procedure or a process. It will be noted that this
change order blank contains provisions for the notification of, and
for the acknowledgment of receipt of notification of, all persons who
are concerned with, or interested in, the change.

24 Note that in the lower right-hand corners of the various
spaces in Fig. 2 there are small consecutive numbers. This is stand-
ardized to agree with write-ups and standing orders for using
standard blank forms. It not only makes the writing of the standing
order more simple, exact and clear, but it also shortens the time of
the learning period for using these blank forms. This is a valuable
feature at all times, but particularly useful during the transitory
period of instalhng new methods of management.

25 Experience shows that if process charts are made use of,
exceedingly few of the existing blank forms survive in^heir present
form. The savings that can be made in any large organization
resulting from submitting them to the test of this process will in
variably prove it to be a good investment.

\ 26 If all departments of the United States Government would

adopt two features, namely:

F. B. AND L. M. GILBRETH

11

a Put small numbers in each space to be filled out on all

of its blank forms, and
b Make write-ups and standing orders of exactly how each

blank form is to be filled out

and would then make a survey and criticism in accordance with
the known laws of micromotion study, the resulting savings would
be astounding.

27 We believe that, as a result, not one per cent of present

OaO

OovA

D

;^^
^-^

^ /Af A

Fig. 4 Standaed Process-Chart Syivibols Made with Standard Celluloid
Guides and Using Standard Pen No. 707

(One-fourth actual size)

blank forms would remain unchanged. All Government blank
forms that we have seen violate all laws of motion study and learn-
ing methods of least waste. ^

28 The standing order is for enforcing standards and other
standing orders. This has already been described in a paper before
this Society.

12

PROCESS CHARTS

F. B. AND L. M. GILBRETH

13

<<>n©®®©©®

14

PROCESS CHARTS

29 The more detail in which the standing order is made, the
better. The more the procedure is described by it, the greater will
be the improvements and the greater the automaticity resulting.^

30 If any operation of the process shown in the process chart
is one that will sufficiently affect similar work, then motion study

MESSENGER ?„"o\Vo%"T'SrB;;;'KL';"" standing order no.

NUMBERS »S WRITTEN HERE. NO. OF SHEETS

SHEET NO. 1

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Fig. 6 Standing Order Blank

should be made of each part of the process, and the degree to which
the motion study should be carried depends upon the opportunities
existing therein for savings.

^ See Psychology of Management; Applied Motion Study; and Bulletin of
the Taylor Society for June, 1921.

F. B. AND L. M. GILBRETH

15

31 If the operations are
highly repetitive or consist of
parts or subdivisions that can
be transferred to the study
of many other operations,
then micromotion studies al-
ready made can be referred
to; also new and further
micromotion studies may be
warranted in order that the
details of method with the
exact times of each of the
individual subdivisions of the
cycle of motions, or ''ther-
bligs," as they are called,
that compose the one best
way known, may be recorded
for constant and cumulative
improvement. Such motion
study can be best visualized
if seen in chart form and
similar process charts can be
made of any or all of the
large or small circles, squares
and diamonds shown on the
process charts. These sub-
divided motion charts can be
made of each and all of the
cycles in any given opera-
tion. Much benefit can often
be derived, even if such
motion charts are made
roughly. For best results,
and especially when complete
records are required, such,
for example, as when the
process charts are of work
that is highly repetitive,
micromotion charts can be
made which will give the
maximum amount of analysis
and visualization of com-
ponent parts of the existing

CONSULTING ENGINEERS REEXAMINE PROVEN
FORMS O.K. FOR PRINTING.

STOREKEEPER WRITES PRINTING REQUISITION.
Q)HAS NO AUTHORITY TO SIGN P.R.

CONSULTING ENGINEER SIGNS REQUISITION.

C.E. BECAUSE OF SLOW MESSENGER SERVICE.

A55TSUPT EXAMINES FORMS dc REQUISITION
QUESTIONS® AS TO USE OF FORMS, TUE NECESSITY
AND APPLICATION.
O-H.'S IFCONVINCED.

ACCOUNTANT.

A55T. TO PRESIDENT PASSES ON IT FROM
AN executive's POINT OF V^W. "

PRINTING DEPT DECIDES WHETHER OR NOT
TO PRINT IN PLANT

DICTATES PRINTING SPECIFICATIONS AND
PURCHASE REQUISITION.
STENOGRAPHER TYPES PURCHASE REQUISI-
TION AND SPECIFICATION SHEET.

BUYER TAKES IT UP YYITH PURCHASING AGENT

PURCHASING AGENT INSPECTS FOR QUANTITY
AND QUAUTYAND INSTRUCTS® WHAT TO DO.

BUYER SENDS (a) BY SENDING SAMPLE OR
FOR QUOTATIONS (b) BY HAVING PRINTERS COME.

' a \ BUYER DECIDES ON BASIS OF PR ICE AND
-^ ^ DELIVERY WHO GETS THE JOB.

JTMOB

STENOGRAPHER TYPES PURCHASE ORDER.

STENOGRAPHER SEALS AND STAMPS LETTER.

MESSENGER DELIVERS TO POST OFFICE AND
PRINTER DOES NOT VET MAVE ORDER

Fig. 7 Process Chart for Ordering
Blank Forms — Present Method

16 PROCESS CHARTS

and proposed processes. These can be still further visualized by the
chronocyclegraph processes. Both the chronocyclegrap^ and the
micromotion process have been described before the Society and
more recent developments in these methods and devices for visualiz-
ing existing and proposed processes will be the subject of a later paper.
32 The records of the micromotion study and the chronocycle-
graph methods and devices present permanently all the facts in such
form that they can be used at any time. These photographic records
can be studied as slowly as desired, regardless of how fast the motions
of the process were actually made and the marvels of the details of

C.£. WRITES RE9UI5ITIOH.

e ] Buy ER HANDS TO STENOGR/^PHER.

5TEN06RAPHER TYPES PURCHASE ORDER.

9 ) PURCHASING AGENT SIGNS P.O.

STENOGRAPHER STAMPS ANDSEAL5 PO.

I&AIL ROOM PLACES IN MAIL BAS.

Fig. 8 Proposed Process Chart for First Orders

superskill, unknown and unrecognized even by those who possess it,
can be studied at will, leisurely and intensively, by learners every-
where, far as well as near. If desired, these errorless records may
be used only as far as to fill the need of present requirements, or they
may be laid away until further needs demand further study, such
records being in such perfect detail that they are practically as usable
When old as when new. These permanent records of complete se-
quences of details of complete processes furnish the foundation of
the best kind of trade and industrial education, namely, the dis-
semination^ of detailed instructions as to the synthesized processes
of the best workers obtainable.

33 These synthesized records of details of processes in turn may
be further combined and large units of standard practice become
available for the synthesis of complete operations in process charts.

F. B. AND L. M. GILBRETH 17

»

34 AVhile the process-chart methods will be helpful in any
kind of work and under all forms of management, the best results
can come only where there is a mechanism of management that will
enforce and make repetitive the conditions of the standards.

MECHANISM OF MAKING PROCESS CHARTS

35 There are shown herewith:

a The symbols used with their meanings (Fig. 3)

h The mechanical devices for making the symbols on the

process charts (Fig. 4)
c Completed process chart (Fig. 5)
d Accompanying forms (Fig. 6)
e Illustrations of collecting and using data.

SUMMARY

36 The procedure for making, examining and improving a
process is, therefore, preferably as follows:

a Examine process and record with rough notes and stereoscopic
diapositives the existing process in detail

h Have draftsman copy rough notes in form for blueprinting,
photographic projection and exhibition to executives and others

c Show the diapositives with stereoscope and lantern slides of
procesi charts in executives' theater to executives and workers

d Improve present methods by the use of —

1 Suggestion system

2 Written description of new methods or '^write-ups,"

'^manuals," ''codes," ''written systems," as they are
variously called

3 Standards

4 Standing orders

5 Motion study

6 Micromotion studies and chronocyclegraphs for obtaining

and recording the One Best Way to do Work.
e Make process chart of the process as finally adopted as a base
for still further and cumulative improvement.

37 Note that —

a Visualizing processes does not necessarily mean changing the

processes
h Process charts pay.

LIBRARY OF CONGRESS

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